HR professionals are often the ones holding everyone else together. But this year’s HR Mental Wellbeing Survey reveals just how much that role is costing them.

In February 2025, over 1,400 HR professionals shared their experiences with us. Their voices paint a picture of a profession under significant strain, one in which emotional exhaustion, poor mental health, and lack of support are taking a measurable toll – not only on individuals, but on organisational outcomes like engagement, absence, and retention.

This is no longer an issue we can afford to sideline. The data is too clear. The consequences too significant.

Groundbreaking data, undeniable patterns

As co-author of this research, I believe this dataset is truly groundbreaking. It offers the clearest, most comprehensive picture we’ve ever had of the psychological wellbeing of HR professionals in the UK.

And what it shows is deeply concerning.

The vast majority of respondents report symptoms of low mood, anxiety, and fatigue. Over three-quarters show signs of burnout or are at significant risk. Nearly half are thinking of leaving the profession. A quarter have taken time off work in the past year due to stress or mental ill-health.

And, critically, those with insufficient support are far more likely to suffer these outcomes.

“I’m constantly firefighting. There’s no room to breathe, and no one to turn to.”

Support isn’t a ‘nice to have’. It’s protective.

Only 13% of HR professionals in our survey felt “very supported” in relation to their mental wellbeing at work. Among those likely to be experiencing burnout, just 5% reported feeling well-supported.

The link between support and outcomes was striking:

• Those with low support were significantly more likely to experience depression, anxiety, and burnout.
• They were also more likely to report sickness absence and to be thinking about leaving the profession.

This isn’t just a wellbeing issue, it’s a business-critical one. The absence of structured, psychologically safe support is not only harming individuals, it’s increasing attrition and driving avoidable absence.

In short, targeted support for HR is both compassionate and cost-effective.

Self-care isn’t the solution

Many HR professionals are being told to practise self-care, build resilience, “take care of themselves.” But when robust support is missing and workloads remain unsustainable, this becomes another burden – another responsibility to manage alone.

“We’re expected to model resilience, but there’s no space to fall apart. No one thinks HR needs help.”

Of course, self-care matters, but it’s not the whole answer. We can’t expect bubble baths and breathing apps to undo the cumulative impact of unresolved moral distress, lack of recognition, and impossible expectations.

Real change requires a dual approach:

• Organisations must invest in systemic support.
• The HR profession must advocate for itself, just as it has done for others.

The emotional labour of HR is still unrecognised

A recurring theme in the data is the emotional complexity of HR work. Respondents spoke of navigating grief, abuse disclosures, redundancies, and conflict – often without appropriate training or support.

“People bring everything to HR – trauma, crisis, breakdown. We absorb it all and keep going.”

This emotional labour is rarely acknowledged, yet it places HR professionals under sustained psychological strain, similar to other helping roles. Supporting others through pain and complexity without proper support risks leading to compassion fatigue, cynicism, or eventual withdrawal.

This data must be a foundation for change

This isn’t the first time we’ve seen warning signs. But this year’s data makes it impossible to ignore.

The clarity and scale of the findings should be a wake-up call for business leaders and professional bodies alike. HR professionals are central to organisational culture and wellbeing, but they cannot continue to do this work unsupported.

The report offers a model for change at three levels:

• Organisational: Redesign roles for sustainability, recognise emotional labour as a real demand, and embed regular, structured support.
• Professional: Establish clear mental health standards and provide training in evidence-based development models such as supervision.
• Individual: Empower HR professionals to access help, prioritise wellbeing, and normalise help-seeking – without shame.

“I love this work. But I’m not sure how long I can keep doing it like this.”

Final word

As one HR respondent put it, “We’re expected to be the calm in the storm — but sometimes, we’re in crisis too.”

HR professionals are human. They need rest, reflection, and real support. And it’s up to all of us – as leaders, colleagues, and changemakers – to ensure they get it.